IT Reporting
There are many projects and services running in parallel within the IT organization. In addition, activities such as audits, benchmarks or risk assessments are also conducted.
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IT Reporting
Abstract
There are many projects and services running in parallel within the IT organization. In addition, activities such as audits, benchmarks or risk assessments are also conducted. In such a complex environment, it is challenging to keep track of the big picture. However, transparency is of the essence. Key is the organization’s ability to capitalize on past experience as opposed to operating in an ad-hoc modus. IT reporting provides an excellent opportunity to keep an overview over activities and thus enables control and guidance. An abundance of performance reporting models is available and can be successfully combined with the definition of IT processes to design a reporting structure. Two approaches are presented and tested: bottom-up versus top-down. This chapter helps you to find out, which approach is best suited to have an effective IT reporting in place.
6.1
Introduction
The measure of the performance is one of the trickiest questions for the top management (Fig. 6.1). It requires constant efforts on the one hand and may lead to a technocratic leadership culture, if not carried out properly. On the other hand, having no indicators in place means that you are in a blind flight. So the relevance and the quality (and not just the quantity) of performance indicators are of critical importance. In this context, so-called KPIs, Key Performance Indicators, are helpful.
© Springer Fachmedien Wiesbaden GmbH, part of Springer Nature 2018 L. Pilorget, T. Schell, IT Management, https://doi.org/10.1007/978-3-658-19309-6_6
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6 IT Reporting
Galileo Galilei (1564 – 1642) “Measure what is measurable, and make measurable what is not so.”
Fig. 6.1 Making performance measurable
KPIs are measurable values that indicate how effectively an organisation achieves its objectives. KPIs can be used at all levels of a company: sales (growth of sales revenue), marketing (number of new customers and turnover generated with new contracts), finance (investment return), innovation (number of patents and new products) and many more. They also apply to processes. Thanks to the formalisation of the process steps, different stages of measurement can be identified: before, between, during, and after the execution of a single process step. Below some generic examples are listed, based on capacity, quality and productivity: • • • • • • • • • •
Average time to complete task Overdue time Number of errors Volume of tasks per staff Time allocated for administration, management or training Average cycle time from request to delivery Customer ratings of service (customer satisfaction) Number of customer complaints Average time lag between identification of external compliance issues and resolution Reduced costs due to stopped or inefficient processes Questions
1. What can be measured easily? 2. What is difficult or impossible to measure? 3. How is IT performance measured in your organisation?
6.2 Performance Measurement
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The current section aims at: • defining measurable and relevant process KPIs • kno
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